Sometime, many (maybe all) vehicles on our streets will drive autonomously -or at least have autonomous functions. However, in the short run, consumers' preferences regarding the automation of pivotal vehicle functions are not entirely clear. This paper accordingly investigates consumers' willingness to use three levels of automation (none, partial, and full) of potentially autonomous vehicle functions (safety, parking prediction, and remote diagnostics). The results show that consumers' willingness to use autonomous vehicle functions is generally the highest for moderately autonomous functions and that the willingness to use these functions decreases above a certain level of autonomy. This paper also finds that this effect is moderated by gender and depends on individual involvement level with respect to autonomous vehicle functions, that is, highly involved consumers are more likely to appreciate autonomous vehicle functions compared with low-involved consumers.

Sometime, many (maybe all) vehicles on our streets will drive autonomously -or at least have autonomous functions. However, in the short run, consumers' preferences regarding the automation of pivotal vehicle functions are not entirely clear. This paper accordingly investigates consumers' willingness to use three levels of automation (none, partial, and full) of potentially autonomous vehicle functions (safety, parking prediction, and remote diagnostics). The results show that consumers' willingness to use autonomous vehicle functions is generally the highest for moderately autonomous functions and that the willingness to use these functions decreases above a certain level of autonomy. This paper also finds that this effect is moderated by gender and depends on individual involvement level with respect to autonomous vehicle functions, that is, highly involved consumers are more likely to appreciate autonomous vehicle functions compared with low-involved consumers.

Companies increasingly strive to optimise the external customer experience by systematically building on customer experience management (CEM). Based on the internal carleasing service of Porsche AG, this article shows how leaders can correspondingly benefit from applying this expertise to their employees’ interactions when offering services or benefits that are similar to the company’s external offerings. By doing so, companies can authentically demonstrate brand values and actively engage employees in a positive brand experience, thus enhancing internal branding outcomes. The results of a qualitative study provide a set of directions and actions to guide managers towards the internal implementation of CEM in various sectors. Furthermore, the findings of a subsequent quantitative study reveal that this implementation can lead to positive impacts on employee satisfaction with the offered service, enhance loyalty towards employers as well as improve employee brand knowledge, belief in brand and brand endorsement.